I/O

Question 1

“Paired Comparison” technique makes comparisons between employee’s to evaluate their (…).

Answer 1

job performance

Question 2

A job (…) clarifies the requirements of a job, while a job (…) determines the relative worth of a job for compensation.

Answer 2

analysis, evaluation

Question 3

An example of off the job training is (…) and (…). On the job, (…) (…).

Answer 3

behavioral modeling, vestibule training, job rotation

Question 4

(…) (…) is the notion that pay should be based on the (…) worth of the job to overcome salary injustice (specifically with gender).

Answer 4

comparable worth, intrinsic

Question 5

Critical Incident Technique and BARS are examples of (…) (…). Ratee’s performance are gauged in (…) terms vs. compared to other workers.

Answer 5

absolute techniques, absolute

Question 6

Ohio State University study described leaders with two dimensions: (…) and (…) (…).

Answer 6

consideration (person-centered style), initiating structure (task-oriented style)

Question 7

According to expectancy theory, motivation has 3 elements: (…), (…), and (…). Effort to task success, success to goals, goals are desirable.That the outcome will be desirable, describes having positive (…).

Answer 7

expectancy, instrumentality, valence

Question 8

Normative decision-making model suggests three strategies: (…), (…), and (…) based on the nature of the situation. Associated with Vroom, it provides a (…) tree to help leaders.

Answer 8

autocratic, consultative, group, decisional

Question 9

High cohesiveness in a group produces greater (…) in (…). When low, the later tends to be moderate.

Answer 9

consistency, productivity

Question 10

Hersey & Blanchard’s (…) leadership dinstinguishes between 4 styles: (…), (…), (…), and (…). Style depends on job (…) of workers.

Answer 10

situational; telling, selling, participating, delegating; maturity

Question 11

Survey feedback focuses on identifying (…) attitudes and perceptions.

Answer 11

employee

Question 12

Fiedler developed (…) theory that proposes an interaction between style and the (…) of the situation. Low LPC are most effective with (…) or (…) situations, wile high LPC are best with (…).

Answer 12

contingency, favorableness; very unfavorable or favorable, moderately favorable

Question 13

Group (…) and the (…) shift phenomenon occur when decisions are more (…) in the group vs alone.

Answer 13

polarization, risky, extreme

Question 14

A high degree of affective commitment is related to higher levels of (…) and (…), lower (…) and (…), and a greater willingness to sacrifice for the company. It does not have a significant impact on (…).

Answer 14

motivation, satisfaction, absenteeism, turnover, productivity

Question 15

Bandura’s (…) (…) theory focuses on self-regulation and 4 processes: (…), (…), (…), and (…).

Answer 15

social cognitive, goal-setting, self-observation, self-evaluation, self-reaction

Question 16

The (…) (…) is the # of jobs to applicants and (…) (…) is the proportion of successful decisions without the new predictors.

Answer 16

selection ratio, base rate,

Question 17

(…) (…) are groups of employees who brainstorm and then present their solutions to management.

Answer 17

Quality Circles

Question 18

Research suggests that individuals (…) alone do better than the same number (…) together.

Answer 18

brainstorming x 2

Question 19

Two concepts associated with adverse impact are (…) (…) and (…). The later suggests that the (…) variable is biased and does not actually predict positive performance on a (…) variable for some minority group.

Answer 19

differential validity, unfairness, predictor, criterion

Question 20

Kirkpatrick proposed 4 levels of criteria for evaluating a training program: (…), (…), (…), and (…).

Answer 20

reaction, learning, behavioral, and results

Question 21

Holland emphasized good personality/work match with 6 personality types (RIASEC): (…).

Answer 21

realistic, investigative, artistic, social, enterprising, and conventional

Question 22

High levels of job satisfaction are associated with (…), (…) employees with (…) jobs. The strongest relationship is between job satisfaction and (…) (.40).

Answer 22

older, higher-level, flexible, turnover

Question 23

Hofstede described 5 national cultures dimensions: power distance, (…) avoidance, (…), masculinity, and (…)-(…) orientation.

Answer 23

uncertainty, individualism, long-term

Question 24

Tuckman and Jensen identified 5 stages of group development: (…), storming, norming, (…), and (…).

Answer 24

forming, performing, adjourning

Question 25

(TQM) stands for (…) (…) (…) which emphasizes customer service, employee (…), and continuing (…).

Answer 25

Total Quality Management, involvement, improvement

Question 26

(…) networks are best for simple tasks, while (…) networks are better for complex and are associated with greater overall (…).

Answer 26

centralized, decentralized, satisfaction

Question 27

(…)-of-(…) training is a type of (…) training emphasizing the (…) nature of job performance.

Answer 27

frame-of-reference training, multidimensional

Question 28

An extension of the Yerkes-Dodson Law valuable for training, suggests that learning is best when moderate (…) is coupled with moderate (…) difficulty.

Answer 28

arousal, task

Question 29

Kromboltz’s social learning theory suggests a person’s career (…) is determined by 4 variables interacting: genetic (…), (…) conditions, (…) experiences, and task (…) skills.

Answer 29

path, endowment, environmental, learning, approach

Question 30

Folks high in nACH or (…) (…) (…), prefer frequent, (…) feedback and view monetary rewards as a source of (…) and (…).

Answer 30

need for achievement, concrete, feedback, recognition

Question 31

(…)-(…) Theory suggests the best of 4 leadership styles: directive, (…), participative, or (…)-oriented depend on worker characteristics and ties organizational and individual goals together.

Answer 31

path-goal, supportive, achievement-oriented

Question 32

Chin & Benne’s strategies for overcoming resistance to change include (3): (…), (…), and (…).

Answer 32

rational-emperical, normative-educative, power-coercive

Question 33

The (…) with (…) (…) is legislation that requires companies with (…) or more employees to not discriminate against those with disabilities and make “(…) (…).”

Answer 33

Americans with Disabilities Act, 25, reasonable accomodations

Question 34

(…) contamination occurs when a rater knows an individuals performance on a (…) and it affects how they rate them on the (…); can inflate the (…)-related (…) coefficient.

Answer 34

criterion, predictor, criterion, criterion-related validity coefficient

Question 35

Lewin’s Force Field Analysis involves 3 stages of organizational change: (…), (…), and (…).

Answer 35

unfreezing, changing, and refreezing

Question 36

The Job Characteristics Model describes 3 critical psychological states: (…), (…), and (…). These affect motivation, performance, turnover, etc.

Answer 36

meaningfulness, autonomy, and performance feedback

Question 37

Decision-making (2): (…)-(…) model, folks maximize benefits by (…) searching for the (…) solution. (…) (…) model, it’s (…) by constraints so folks often (…) rather than optimize.

Answer 37

rational-economic, systematically, bounded rationality, limited, satisfice

Question 38

Social (…) occurs when task is simple or well-learned. Social (…) occurs when task is new or complex.

Answer 38

facilitation, inhibition

Question 39

McGregor’s Theory (…) managers believe employees must be (…) and (…), while Theory (…) believe employees are capable of (…)-(…) and (…)-(…).

Answer 39

X, directed, controlled, Y, self-control, self-direction

Question 40

Big 5 Personality Traits: (…).

Answer 40

neuroticism, extraversion, openness to experience, agreeableness, and conscientiousness

Question 41

(…) (…) can reduce rater bias, they describe specific behaviors associated with (…) and (…) job performance.

Answer 41

critical incidents, outstanding, poor

Question 42

(…) evaluation occurs when a training program is being developed, while a (…) eval assess outcome of that program.

Answer 42

formative, summative

Question 43

Job (…) makes a job more challenging and rewarding versus job (…) which just increases the variety of tasks without improving autonomy, responsibility, etc.

Answer 43

enrichment, enlargement

Question 44

3 Forms of Organizational Justice are: (…).

Answer 44

procedural, distributive, and interactional

Question 45

3 Rater Biases include: (…), (…), and (…).

Answer 45

central tendency bias, leniency/strictness bias, halo effect

Question 46

Tiedman saw career identity development as an aspect of (…) (…) development.

Answer 46

ego identity

Question 47

The theory of motivation that involves perception that input/outcome ratios are similar is called (…) theory.

Answer 47

equity

Question 48

Goal-setting theory proposes increased motivation when folks have explicitly (…) goals and are (…) to them.

Answer 48

accepted, committed

Question 49

Incremental validity is maximized when the (…) (…) is low and the (…) (…) is moderate.

Answer 49

selection ration, base rate

Question 50

Scientific management (…) jobs in and standardizes parts, (…) cooperation, and has folks assume (…) for their own share of the work.

Answer 50

analyzes, fosters, responsibility

Question 51

Having very little (…) over tasks leads to stress-related problems.

Answer 51

control

Question 52

Herzberg’s two-factor theory has two parts: (…) factors and (…) factors. The later include (…) and (…) working conditions.

Answer 52

motivator, hygiene, pay, pleasant

Question 53

ERG Theory involves: (…), (…), and (…). It assumes needs become (…) important as they are met.

Answer 53

existence, relatedness, and growth, more

Question 54

Schein’s 3 levels of culture: (…), (…) and (…), and (…).

Answer 54

artifacts, espoused values and beliefs, basic underlying assumptions

Question 55

The best predictor of job performance across jobs and job settings is (…) (…) (…) tests.

Answer 55

general mental ability

Question 56

Types of group tasks include: (…), (…), (…), and (…).

Answer 56

additive, compensative, disjunctive, and conjuctive

Question 57

Super had a life career (…) in his model and involves career (…), the ability to (…) with developmental tasks of one’s life stage.

Answer 57

rainbow, maturity, cope

Question 58

Krumboltz focused not on (…) between person and work, but on developing (…) and (…) to adapt effectively to changing work environment.

Answer 58

match, attitude, skills

Question 59

In this model, worker motivation and satisfaction are affected by the presence/absence of 5 job characteristics:

Answer 59

Skill variety, task identity, task significance, autonomy, and feedback. Model applies best for people who are high in growth need and strength which are those people who have A high need for personal growth and development.